Mobilizing science for global food security. Third External Review of IFPRI (Consultative Group on International Agricultural Research ) (1998)

Chapter 5 - Conclusions and Emerging Challenges

(introduction...)

5.1 Conclusions

5.2 IFPRI in the 21st Century: Emerging Challenges

5.1 Conclusions

The major conclusions of the Panel and their implications are as
follows:

1. The overall performance of IFPRI has been
impressive during the period under review. It has achieved a good balance
between the quality and relevance of research, strong linkages with other CG
Centres and developing country institutions, initiation and formalization of
multiple outreach activities to enhance the impact of its policy research, and a
significant expansion of financial and human resources. The gender balance at
the senior research staff level has improved, but there has been no improvement
in the proportion of developing country professionals at that level.
IFPRIs published outputs have increased more in respect of articles in
major professional journals than by way of research reports. The Panel has
learned, however, that a large number of draft research reports are in the
pipeline and that the output in terms of research reports will more than double
in the next two years.

2. IFPRIs 2020 initiative has received well deserved
praise internationally for its timely focus on the likely global trends and
their policy implications, drawing upon the Centres past work and other
relevant evidence from elsewhere. Within IFPRI, it offered an innovative
approach towards the synthesis and integration of the different streams of
outputs and insights from its various divisions and for the effective use of the
resulting information to achieve greater visibility for the Centre and attract
the attention of donors as well as developing country policy makers. The Panel
is, however, of the view that IFPRI should set realistic targets for its
involvement in the follow-up activities being planned at country and regional
levels, given the limited analytical and organizational capabilities of its
potential collaborators.

3. The leadership of the Centre has done an outstanding job of
restoring organizational cohesion, morale and stability after a period of
internal turmoil and uncertainty. The Director General, Board of Trustees, the
Senior Management Team and the entire staff deserve credit for this turnaround
and for working together to steadily expand and strengthen the Centres
output, productivity and impact. IFPRI now has effective governance. The
initiative under way for further organizational strengthening is a step in the
right direction.

4. IFPRIs current mission and priorities are on the whole
consistent with CG goals and priorities. The research issues on its agenda and
its major research outputs are pertinent to the tasks of poverty alleviation and
the achievement of food security and environmental sustainability in developing
countries. Its resource allocation among major research programs reaffirms this
finding. But the strategy IFPRI has set for itself is also more complex and
demanding than that of conventional research organizations because of its dual
emphasis on both research and outreach. The integration of the strands of
research and outreach is by no means simple or self sustaining, and will call
for careful planning, orchestration and monitoring by senior management. Its
nurturing will require a sensitive balancing of the professional commitment to
quality and standards with the concern for enhancing the Centres influence
on developing country policies.

5. The Panel has offered a number of suggestions to improve the
integration of research and outreach in IFPRI. Research and outreach should not
be seen as separate activities conducted by two separate groups. Much of the
responsibility for outreach should be embedded within research activities. IFPRI
can enhance the quality of the integration and increase the relevance of its
work by synthesizing more of its outputs for the benefit of its policy
audiences. It needs to take advantage of new ways to listen to and incorporate
developing country concerns in its programmes. It is necessary to bring on board
more persons who combine research and policy experience, especially developing
country professionals, at the senior staff level. The Centre should define the
scope and limits of its outreach function more carefully and put in place
organizational mechanisms to achieve effective integration with research so as
to maximize institutional cohesion and create a greater sense of identification
with the new challenges being placed before the
staff.